Transcript Document
Summing up from yesterday WP3 – a stakeholder involvement in april/may 2013 What CLUVA results to present to stakeholders and how? Find the energy where such a process would be valuable – where is it realistic? 16.11.2012 Lise Herslund Slide 1 Where is the energy? Include CC adaptation in structure plan in Addis – how to make this transformative? What stakeholders and what processes? In Dar – masterplan process closed process! - but Kombes recommendations for awareness raising and participatory management in hazard-prone areas - What stakeholders and processs? 16.11.2012 Lise Herslund Slide 2 Stakeholder engagement in strategy making ”In collaboration with stakeholders come up with strategic measures and points of action for climate change adaptation in the CLUVA case cities…..” (from the CLUVA project document) Agenda - Why do we need to involve stakeholders? - Advantages and disadvantages - Involving for resources, anchorage and legitimacy - Questions to consider when identifying stakeholders - Stakeholder involvement in your cities? Slide 4 The process of strategic planning Healey, 2009 Slide 5 You need stakeholders that… • Provide knowledge and input • Represent formal institutions (National/local government, agencies) • Represent broader community interests (remember the most vulnerable groups) You need them to… • Define priorities and assess trade-offs • Act as community ambassadors, messengers of public liasons for the project • Communicate decisions and plans to other partner groups, government departments etc. • Getting commitment for implementation of actions • Etc. Slide 6 Advantages and disadvantages Advantages Disadvantages Can facilitate communication and exchange of information Many stakeholders with different opinions and perceptions are difficult to handle Can invoke local knowledge otherwise unattainable Large potential for conflicts Can harvest resources for problem solving Local perceptions may be contradictory Can create engagement and ownership Failed processes create disillusionment, apathy or protest Can raise awareness Time intensive Empowerment of the involved parties (awareness, confidence, skills, cooperation) (Partly) giving up control of the plan Can increase the quality of decisions and long-term sustainability Power games, hidden agendas Link making Unfavorable group dynamics Slide 7 Involving stakeholders for resources Relevant departments in government Ministries NGOs Citizens (organised or not) Scientific experts Regional representatives Politicians National governments Sector boards Environmental groups Trade and labor unions Community leaders Real estate developers News media Banks Utility companies etc. Slide 8 Potential local government resources Local government departments • Technical expertise – eg. Vulnerability assessments etc. • Policy and program expertise • Staff/administrative resources • Implementation support through existing programs Local government elected representatives • Political support and leadership • Policy and program expertise • Support through existing or new policies, programs, initiatives Neighboring local government representatives • Regional coordination • + Same resources as local government Slide 9 Potential other public resource District, regional and national governments • Staff and administrative support • Funding, facilities and materials • Technical expertise • Implementation support, monitoring and evaluation Sector boards and authorities • Technical expertise • Knowledge of sector policies and programs and contacts • Implementation support, Monitoring and evaluation Educational institutions • Knowledge and expertise • Staff and student support • Monitoring and evaluation International agencies • Funding • Staff and administrative support, technical expertise • Implementation support, Monitoring and evaluation Slide 10 Potential local area resources Environmental groups • Climate change knowledge, technical expertise • Outreach and communication • Funding channels • Local knowledge • Implementation, monitoring and evaluation Neighborhood groups • Outreach and communication • Local knowledge • Community credibility and support • Implementation, monitoring and evaluation Religios groups • Community credibility and support • Outreach and communication • Local knowledge • Implementation, monitoring and evaluation Slide 11 Potential other resources Privately owned/managed utilities • Technology and infrastructure • Expertise, facilities and material Professional associations • Technical support & knowledge (Prof. Engineering or planning associations) • Outreach and communication News media • Outreach and communication, awareness raising • Public education Businesses • Funding, facilities and materials • Local knowledge • Political community support Unions (trade, labour, bank credit etc) • Funding, facilities and materials Slide 12 Involving stakeholders for anchorage If stakeholders are involved in strategy making they are more likely to support it -> Easier implementation of projects Strategies Slide 13 Involving stakeholders to gain legitimacy If stakeholders have been involved they are more likely to consider the strategy or project legitimate and to conform to it Politicians, decision-makers and/or citizens can be cruzial to gain formal legitimacy Slide 14 Questions to consider when identifying stakeholders • Consider: - Their stake in the issue/vulnerability to CC effects Their formal position Their access to/control over necessary resources Their power to promote or block • What can they bring to the process? • Who has skills, interests, political will to take action – are they invited? • What roles and responsibilities to whom and when in the process? Slide 15 Who are important stakeholders in your cities Check list Key decision-makers from government departments and agencies Political leaders Community leaders who can act as ‘champions’ Vulnerable groups Traditionally underrepresented groups Relevant businesses Knowledge institutions Neighborhood groups Environemental groups International agencies Utility providers Slide 16 Engagement – objectives and actions Awareness raising • Forums • Open houses • Town Hall meetings Gather advice, feedback and ideas • Stakeholder groups • Advisory committees Establish common factual base of information • Workshops • Focus groups with experts Story making, link making • Workshops including different perspectives (expert, local), common bus trips, etc. Slide 17 Meta-governing stakeholder groups Meta-governance techniques Purpose Network design (hands off) Influence the scope, character, composition and institutional procedures Network framing (hands off) Determine political goals, fiscal conditions, legal basis, discursive story-line of the network Network management (hands on) Reduce tensions, resolve conflicts, empower particular actors, providing input and resources of different kind Network participation (hands on) Influence the agenda, the range of feasible options, the premises for decision-making, negotiated policy outputs Slide 18 Approaches – what would work in your city • What sort of stakeholder processes would be relevant in your cities to involve the different types of stakeholders? • Who can take the lead in organising and undertake processes? • What sort of organisations? (Public working groups, networks or?) Slide 19 Next in the programme - Stakeholder analysis from Addis Ababa - Local councils and stakeholders in St. Louis - Stakeholder involvement in Climate Change Adaptation – Birgitte Hoffmann Slide 20